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| Criterion |  Agile Scrum |  Business Strategy Strategy Execution Loop |  Operations Gemba Walk |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-4 Wochen je Sprint, laufend | Initial 3-6 h, then monthly or quarterly reviews | 30-120 min | 20-45 min |
Participantsdifferent | 3-10 (Scrum Team) | 5-12 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Execution Loop, Review Cadence, Strategic Learning Log | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | AgileIterationCadence | ExecutionCadenceLearningGovernance | LeanObservationProcessOperations | LearningOperationsImprovement |